In a time when questions of equity, inclusion, and opportunity dominate public discourse, Faheem Khan is doing more than talking—he’s building pathways. As the Founding Director of Future Leaders UK, Khan has worked with over 100,000 young people over the past six years, offering them more than just hope — he’s offering tangible tools to succeed.
Khan’s journey began long before he launched the organisation. Arriving in the UK from Pakistan at the age of 11, he navigated life as a neurodiverse child in a low-income household. Those early experiences shaped his understanding of the systemic barriers that many disadvantaged young people face — from exclusion to invisibility.
“I know what it’s like to face barriers — not just to opportunities, but also to feeling seen and valued,” he told Asian Voice. “That’s why I became a teacher nearly two decades ago. But over time, I realised that schools alone couldn’t address the deep inequalities many young people face.”
Future Leaders UK was born out of that realisation. The organisation now runs a year-long programme that equips young people from marginalised communities in London, Luton, and the Midlands with leadership skills, confidence, and access to career opportunities. But beyond employment readiness, Khan’s mission goes deeper — to nurture active citizens who stand up to racism, lead social action, and rebuild their communities.
At the heart of the challenge, Khan says, is access — to professional networks, to role models, and to a belief in what’s possible. “Work experience is often informally reserved for the children of existing employees, which shuts out talented young people from less privileged backgrounds,” he said.
To counter this, Future Leaders UK partners with leading employers such as HSBC, CBRE, KPMG, and the NHS, offering insight days, placements, and apprenticeship pathways. These partnerships aren’t charity, they’re a recognition of untapped potential.
Even for high-achieving students from disadvantaged backgrounds, outcomes remain unequal. Khan points to research showing that a student from a low-income background with a first-class degree is still less likely to land a top job than a more privileged peer with lower grades. “This raises serious questions about what we value in hiring: if not talent and achievement, then what?” he asks.
Khan also sits on the steering group of the Youth Resilience Unit at Queen Mary University, and serves as a trustee, extending his impact on youth development beyond his own organisation.
His message to employers is clear: inclusion must go beyond performative gestures. “Diversity is about more than just counting people — it’s about making people count,” he said. “Don’t just celebrate diversity one month of the year. Embed it in your leadership, your decision-making, your culture.”
He challenges companies to rethink how they identify talent, measure potential, and create spaces where lived experiences fuel innovation. The payoff is not just moral — it’s strategic. “When organisations embrace genuine diversity, they don’t just do what’s right — they do what works,” Khan said, citing a 2023 McKinsey report that found diverse executive teams significantly outperform their peers.
For Faheem Khan, creating change is not just a professional mission, it’s deeply personal. And through Future Leaders UK, he is helping thousands of young people believe in a future that once seemed out of reach.
